The new chair of the board of NLInvest, a government agency that promotes inward investment to the Netherlands, faces challenges that are both expected and unexpected. The agency’s domineering CEO treats the board purely as his ‘advisors’ and many directors who admire his strong performance record and international reputation seem to accept this. The chair decides to employ a ‘gradual transformation strategy’, but the sudden discovery of irregularities that happened before his arrival calls for a more proactive approach.
-Help participants understand the role of the board chair, the challenges faced, and the practices used to deal with them -Discuss the complex dynamics of board, chair, CEO and senior management interactions -Learn about effective and ineffective board processes -Examine how boards deal with governance crises -Review different elements of an effective CEO succession process -Provide an opportunity to assess the potential of CEO candidates with different profiles -Provide an opportunity to make important decisions at board level
- Board chair
- Board of directors
- CEO
- Corporate governance
- Crisis at the board level
- CEO succession
- Leadership assessment
- Board process
- Independent directors
- Board committees
- FDI
- Government agency
- SDG9 Industry, Innovation and Infrastructure
- SDG16 Peace, Justice and Strong Institutions
- Q12024
